Today, healthcare organizations have become increasingly more recognizant of the magnet criteria from the American Nurses Credentialing Center (ANCC). Professionals in care facilities are aware of skills that nurse leaders should have and recruiters’ competence to work towards transformational leadership (Boamah et al., 2018). In 2005, the ANCC developed a magnet model comprised of five key components based on analysis from appraisal team scores at various magnet facilities (Moon et al., 2019). The role of the magnet model is to enhance nurses’ responsibilities played in the clinical settings. The purpose of this paper is to articulate a magnet report on the transformational leadership component by providing suggestions to improve the model since the results are not appealing.
Issue and Magnet Model Component identified
The issue surrounding Saint Louis Medical Center (SLMC) is the lack of ability to instill organizational vision in workers and empower them to embrace it while working effortlessly. The ability to inspire employees to perform hard in improving organizations’ outcomes distinguishes leadership. Better organizational seniors convince individuals to uphold lofty ambitions and carry the entity forward. In contrast, poor leaders are not strategic and struggle to rally employees to channel collective energy in a focused direction. A vision is a vital tool used by executives to inspire individuals in a facility, disclosing what a firm intended to become in the future.
Well-constructed visions articulate the aspirations of agencies but must be ingrained into people effectively for better results. As such, the SLMC facility seems to lack this ability to diffuse the vision to staff and make them attain maximum productivity.
The magnet model chosen in relation to the issue is transformational leadership. The latter is one of the most crucial components of not only the magnet award program but also of leadership in various clinical settings. As today’s healthcare environment experiences intense reformations, effective leadership is required to grow and transform behaviors, values, or beliefs. Usually, it is easy to lead people where they must go and to meet future demands, as transformational leaders play a vital role in this context (Moon et al., 2019). Adopting such model will affect the healthcare environment through satisfaction, which will transform the organization by lowering risks such as clinical errors (Boamah, 2018). The chosen model can influence organizational structure and motivate individuals to follow new directions.
Key Components of Executive Summary
The result of the magnet report indicates that there is a lack of sufficient leadership abilities to inspire nurses’ organizational vision for maximum performance. Leadership is always a part of nurses’ practice, and this not an easy task since a lack of professional posture threatens individuals’ credibility. Poor practice, lack of confidence, and inadequate knowledge background can hinder the development of leadership skills. Nurses at Saint Louis Medical Center may not be fully potential because leadership abilities are not fully incepted in staff through an organizational vision.
Problem Analysis
In a situation where effective transformational leadership skills are missing, inspiration and motivation to employees from their leaders are also absent. The resulting impacts are that employees will not carry the long-term organizational vision. Instead, subordinates will focus expectations on daily repetitive activities that hurt the facility’s overall direction. Organization seniors need to create a vision for the future, carry and ensure it is understood by nurses while providing necessary systems to be achieved by workers. According to Boamah (2018), leadership characteristics have to change when seniors learn to work with others and not give directions expecting employees to meet goals alone. Typically, better vision support is the ability to affect positive changes of working together.
Possible Solutions
For the SLMC to have a practical leadership ability that inspires organizational vision to workers, a new Magnet model of transformational approach must be implemented. The facility must establish or ensure that the current vision is inspiring to employees, motivating nurses to buy into the organization’s goal and executives to manage the delivery of the purpose (Boamah, 2018). Executives need to build better, reliable, and trusted-based relationships with nurse staff. Transformational leaders should be well organized, collaborative and team-oriented, focusing on achieving results.
Defined Conclusions
The magnet report shows that SLMC falls short of effective leadership. The report results show that executives have not properly aligned workers into the vision by motivation and inspiration in this area of transformational leadership. The results of this weakness in relation to the model component point that the working environment is not favorable, and changes are required immediately. The assignment relates to the person-centered framework through features that are instilled by effective leadership (Sandvik & McCormack, 2018). The care environment entails the context in which services are provided, while expected outcomes result from a person-centered process that involves care delivery and prerequisites on nurses’ attributes.
Supporting Evidence
- Boamah, S. A., Laschinger, H. K. S., Wong, C., & Clarke, S. (2018). Effect of transformational leadership on job satisfaction and patient safety outcomes. Nursing Outlook, 66(2), 180-189. Web.
- Moon, S. E., Van Dam, P. J., & Kitsos, A. (2019). Measuring transformational leadership in establishing nursing care excellence. In Healthcare (Vol. 7, No. 4, p. 132). Web.
- Boamah, S. (2018). Linking nurses’ clinical leadership to patient care quality: The role of transformational leadership and workplace empowerment. Canadian Journal of Nursing Research, 50(1), 9-19. Web.
- Sandvik, B. M., & McCormack, B. (2018). Being person-centered in qualitative interviews: reflections on a process. International Practice Development Journal, 8(2), 1-8. Web.
Conclusion
In summary, this paper has addressed a magnet model of transformational leadership, based on a report showing that the component is not sufficient. For an organization to be considered a magnetic institution, it must show effectiveness in the ANCC’s five magnetic frameworks. However, the SLMC results infer there is an issue with the leadership approach, and the facility must consider how to better align its vision through inspiration and motivation.
References
Boamah, S. (2018). Linking nurses’ clinical leadership to patient care quality: The role of transformational leadership and workplace empowerment. Canadian Journal of Nursing Research, 50(1), 9-19. Web.
Boamah, S. A., Laschinger, H. K. S., Wong, C., & Clarke, S. (2018). Effect of transformational leadership on job satisfaction and patient safety outcomes. Nursing Outlook, 66(2), 180-189. Web.
Moon, S. E., Van Dam, P. J., & Kitsos, A. (2019). Measuring transformational leadership in establishing nursing care excellence. In Healthcare (Vol. 7, No. 4, p. 132). Web.
Sandvik, B. M., & McCormack, B. (2018). Being person-centered in qualitative interviews: Reflections on a process. International Practice Development Journal, 8(2), 1-8. Web.